Part II: Exercise - akhmad ali yunus



PROFILE OF AN ENTREPRENEURDo you have what it takes?239585572390If you think you want to be your own boss and run your own business, but are not sure you have the right qualifications to be an entrepreneur, read on. What are the characteristics of an entrepreneur? How does an entrepreneur think? Is your personal profile similar to that of a successful entrepreneur? Until recently, entrepreneurs were not widely studied. There was a general lack of knowledge and information about what made them tick. The recent interest in revitalizing America's dormant productivity has changed all that. Most business universities now offer courses in entrepreneurship. As a result, business professionals have learned a lot about what it takes to become a successful entrepreneur. Although no one has found the perfect entrepreneurial profile, there are many characteristics that show up repeatedly. In the sections that follow, we'll cover several important characteristics of entrepreneurs for you to consider and dispel the entrepreneurial myths. Entrepreneurial CharacteristicsA series of interviews were conducted with distinguished entrepreneurs. They were asked what characteristics they felt were essential to success as an entrepreneur. Good health was a characteristic mentioned by every entrepreneur interviewed. Entrepreneurs are physically resilient and in good health. They can work for extended periods of time, and while they are in the process of building their business, they refuse to get sick. In small businesses, where there is no depth of management, the leader must be there. You may not be able to afford a support staff to cover all business functions, and therefore you will need to work long hours. We all know people who use part of their sick leave each year when they are not sick. Entrepreneurs are not found in this group. At the end of the eight-hour day, when everyone else leaves for home, the entrepreneur will often continue to work into the evening, developing new business ideas. Self-ControlEntrepreneurs do not function well in structured organizations and do not like someone having authority over them. Most believe they can do the job better than anyone else and will strive for maximum responsibility and accountability. They enjoy creating business strategies and thrive on the process of achieving their goals. Once they achieve a goal, they quickly replace it with a greater goal. They strive to exert whatever influence they can over future events. In large, structured organizations, entrepreneurs are easy to recognize by the statements they make: "If they wanted that job done right, they should have given it to me." A dominant characteristic of entrepreneurs is their belief that they are smarter than their peers and superiors. They have a compelling need to do their own thing in their own way. They need the freedom to choose and to act according to their own perception of what actions will result in success.Self-ConfidenceEntrepreneurs are self-confident when they are in control of what they're doing and working alone. They tackle problems immediately with confidence and are persistent in their pursuit of their objectives. Most are at their best in the face of adversity, since they thrive on their own self-confidence. Sense of UrgencyEntrepreneurs have a never-ending sense of urgency to develop their ideas. Inactivity makes them impatient, tense, and uneasy. They thrive on activity and are not likely to be found sitting on a bank fishing unless the fish are biting. When they are in the entrepreneurial mode, they are more likely to be found getting things done instead of fishing. Entrepreneurs prefer individual sports, such as golf, skiing, or tennis, over team sports. They prefer games in which their own brawn and brain directly influence the outcome and pace of the game. They have drive and high energy levels, they are achievement-oriented, and they are tireless in the pursuit of their goals. Comprehensive AwarenessSuccessful entrepreneurs can comprehend complex situations that may include planning, making strategic decisions, and working on multiple business ideas simultaneously. They are farsighted and aware of important details, and they will continuously review all possibilities to achieve their business objectives. At the same time, they devote their energy to completing the tasks immediately before them. Accounting reports illustrate this characteristic. Accountants spend hours balancing the accounts and closing them out. For them, the achievement is to have balanced books. The entrepreneur only wants to know the magnitude of the numbers and their significance for the operation of the business. RealismEntrepreneurs accept things as they are and deal with them accordingly. They may or may not be idealistic, but they are seldom unrealistic. They will change their direction when they see that change will improve their prospects for achieving their goals. They want to know the status of a given situation at all times. News interests them if it is timely, and factual, and provides them with information they need. They will verify any information they receive before they use it in making a decision. Entrepreneurs say what they mean and assume that everyone else does too. They tend to be too trusting and may not be sufficiently suspicious in their business dealings with other people. Conceptual AbilityEntrepreneurs possess the ability to identify relationships quickly in the midst of complex situations. They identify problems and begin working on their solution faster than other people. They are not troubled by ambiguity and uncertainty because they are used to solving problems. Entrepreneurs are natural leaders and are usually the first to identify a problem to be overcome. If it is pointed out to them that their solution to a problem will not work for some valid reason, they will quickly identify an alternative problem-solving approach. Status RequirementsEntrepreneurs find satisfaction in symbols of success that are external to themselves. They like the business they have built to be praised, but they are often embarrassed by praise directed at them personally. Their egos do not prevent them from seeking facts, data, and guidance. When they need help, they will not hesitate to admit it especially in areas that are outside of their expertise. During tough business periods, entrepreneurs will concentrate their resources and energies on essential business operations. They want to be where the action is and will not stay in the office for extended periods of time. Symbols of achievement such as position have little relevance to them. Successful entrepreneurs find their satisfaction of status needs in the performance of their business, not in the appearance they present to their peers and to the public. They will postpone acquiring status items like a luxury car until they are certain that their business is stable. Interpersonal RelationshipsEntrepreneurs are more concerned with people's accomplishments than with their feelings. They generally avoid becoming personally involved and will not hesitate to sever relationships that could hinder the progress of their business. During the business-building period, when resources are scarce, they seldom devote time to dealing with satisfying people's feelings beyond what is essential to achieving their goals. Their lack of sensitivity to people's feelings can cause turmoil and turnover in their organization. Entrepreneurs are impatient and drive themselves and everyone around them. They don't have the tolerance or empathy necessary for team building unless it's their team, and they will delegate very few key decisions. As the business grows and assumes an organizational structure, entrepreneurs go through a classic management crisis. For many of them, their need for control makes it difficult for them to delegate authority in the way that a structured organization demands. Their strong direct approach induces them to seek information directly from its source, bypassing the structured chains of authority and responsibility. Their moderate interpersonal skills, which were adequate during the start-up phases, will cause them problems as they try to adjust to the structured or corporate organization. Entrepreneurs with good interpersonal skills will be able to adjust and survive as their organization grows and becomes more structured. The rest won't make it. Emotional StabilityEntrepreneurs have a considerable amount of self-control and can handle business pressures. They are comfortable in stress situations and are challenged rather than discouraged by setbacks or failures. Entrepreneurs are uncomfortable when things are going well. They'll frequently find some new activity on which to vent their pent-up energy. They are not content to leave well enough alone. Entrepreneurs tend to handle people problems with action plans without empathy. Their moderate interpersonal skills are often inadequate to provide for stable relationships. However, the divorce rate among entrepreneurs is about average.Part II: ExerciseGive brief answer of the questions below!How many characteristics of entrepreneur based on the text?When do the entrepreneurs have self confidence?Do entrepreneurs like team sports?What is the importance of sense of urgency?Why are the entrepreneur seldom unrealistic?Part III: SummarySuccessful entrepreneur must have several characteristics such as self-control, self-confidence, sense of urgency, comprehensive awareness, realism, conceptual ability, status requirements, inter personal relationships and emotional stability. They can do the job better than anyone else and will strive for maximum responsibility and accountability. They work at their best in the face of adversity. They have a never-ending sense of urgency to develop their ideas. They can comprehend complex situations that and working on multiple business ideas simultaneously. They accept things as they are and deal with them accordingly.Part IV: EvaluationA. Answer the following question:An entrepreneur has many importance characteristics, which is the most important one? Why?Is Entrepreneurship inborn? Elaborate your answer!Why Good Health is essential to success?Why does Entrepreneur find it hard to work well in a structured organization?What does the expression “They are not likely to be found sitting on a bank fishing unless the fish are biting” mean?What distinguishes an Entrepreneur from Accountant?Do you think that it is necessary to have fortune teller to have them start business?Why are Entrepreneurs reluctant to pass the authority to other people?Why do Entrepreneurs tend to handle people problems with action plans without empathy?Why does the marital life of Entrepreneur tend to end in divorce?B. Indicate these statements whether TRUE or FALSE and demonstrate where it refers to. (TRUE/FALSE)Ambiguity and uncertainty hinder an Entrepreneur problem solving(TRUE/FALSE)Entrepreneur like playing football(TRUE/FALSE)As soon as starting business Entrepreneur will buy a Jaguar(TRUE/FALSE)Entrepreneur like hanging out.(TRUE/FALSE)Entrepreneur doesn’t take an input for granted.(TRUE/FALSE)Entrepreneurs know how to control themselves when handling business pressures.(TRUE/FALSE)Entrepreneurs tend to ignore personal problems when handling people.(TRUE/FALSE)Entrepreneurs need good interpersonal skills to survive.C. Find the word in the box that has similar meaning to the words below!Self control SensitivityProfessional Empathy Authority? power ? apathy ? compassion ? right ? talent ? expert ? feeling ? hedonism ? willpowerD. Develop a short paragraph based on questions in part IIbelRunning late: dealing with chronically late employees who cost the company in productivity and moraleHR Magazine, Nov, 2005 by Diana DeLonzorPresident Bill Clinton, Robert Redford and Naomi Campbell are all reputed members of the better-late-than-never club that also includes up to 20 percent of the U.S. population. If your employees are card-carrying members as well, they're not only among esteemed company, they're also dragging down the business.Tardiness costs U.S. businesses more than $3 billion each year in lost productivity. The effect on the bottom line of the average business is significant: An employee who is late 10 minutes each day has, by the end of the year, taken the equivalent of a week's paid vacation. Adding to the total cost is the ripple effect of late-starting meetings as productivity is impacted throughout an entire organization.During the past several decades, lateness has gradually been on the rise in U.S. businesses. In 2004, while conducting follow-up research for my book, Never Be Late Again: 7 Cures for the Punctually Challenged, I conducted a survey of human resource managers and found that 73 percent reported tardiness to be growing worse. Many managers cited decreasing employee morale and increasing work and family responsibilities as causes. With the recent economic turmoil, employees are feeling more stress and pressure to take on extra workloads, according to the survey participants. These factors, coupled with a loosening of societal standards, are causing some real changes in priorities.But managers beware. Although it's tempting to say, "Just get here on time," that's a little like telling a dieter to simply stop eating so much. Chronic lateness is typically a lifelong habit, and one that's surprisingly difficult to overcome.Of course, there are myriad reasons for chronic lateness, such as job dissatisfaction, promotional or salary-related resentments, or a lax company policy. However, my research has also found that most chronically late people aren't purposefully tardy but instead tend to have difficulty with time management. In a San Francisco State University study investigating chronic lateness and its causes, we found that the punctually challenged often shared certain common personality characteristics such as anxiety, a penchant for thrill-seeking or low levels of self-control.Chronically late subjects also reported greater procrastination tendencies in general compared to the timely subjects.Taming TardinessWhile managers often accuse tardy types of wanting attention or of needing to be in control, persistent lateness usually has little to do with those factors. The motivations, rather, are often subconscious ones. Some people are drawn to the adrenaline rush of that last-minute sprint to the finish line, and others receive an ego boost from over-scheduling and filling each moment with an activity. Still others have difficulty conforming to rules and structure.A combination of prevention, penalties, rewards and coaching are often key to dealing with tardiness on an organizational level. The following simple, four-step process can turn a chronically late workforce into a group of right-on-timers, increasing productivity and morale at the same time.Establish a corporate culture that encourages punctuality. Work with HR to create a written punctuality policy with clearly defined penalties. Communicate the policy in all new hire orientations, enlist sign-on from all managers and enforce it consistently. Penalties may include written warnings, suspension, pay docking and termination. Be sure to check your state's employment codes prior to setting the policy. Time-critical companies such as United Parcel Service attribute their success in part to this type of regular reinforcement of company policy.Discourage late-starting meetings. Send an e-mail reminder a half-hour prior to every meeting asking participants to be on time, or set one up in Microsoft Outlook calendar. Two minutes after the scheduled start time, close the door. Then tackle the most important topics first. Open the door for latecomers, but do not backtrack to fill them in on missed discussions.Establish a system of rewards for employees with perfect attendance and punctuality. Some companies have found that rewards not only incent employees, but also serve as a reminder that punctuality is an important part of company culture. Punctuality incentives are often packaged with attendance records, and rewards can come in the form of anything from free employee parking to department store gift certificates. Managers can use spot bonuses to reward employees who are on time.Deal with lateness on an individual level. Handling lateness on an individual level usually requires some degree of coaching. Although termination is always an option for employees with excessive tardiness, there are times when an otherwise wonderful employee simply needs a nudge in the right direction.Arrange a meeting with the employee to outline company policies and inquire about extenuating circumstances or logistical problems. Set clear, measurable goals for the future and clarify the consequences for being late. Document your conversation in writing and keep written documentation of future incidents.? 2007 FindArticles? - LookSmart, Ltd. II. Try to answer the questions below based on the reading text.What tardiness impact on business?What might causes tardiness?What kind of people that mostly tard?Is it easy to change the late behavior? Why?How to change tardy people to behave in manner?III. State whether these statements are true or false, clarify when it falseClinton is always being on timeClinton, Redford, and Campbell are in the same organizationWanting attention is mentioned as the most factor that caused persistent latenessReward system will warn employees that punctuality is existThe policy must be in line with state's employment codesIV. Find the meaning of these words based on reading textProductivityTurmoilChronicPenalty RewardV. Develop a short paragraph based on questions in part IIPart I: ReadingCORPORATE SOCIAL RESPONSIBILITYCorporate social responsibility : HR’s leadership role217170019685In a global economy, increasingly organizations have a responsibility to facilitate, demonstrate and promote corporate social responsibility (CSR). Long-term sustainability demands that organization rethink their business goals and objectives from solely focusing on making a profit to corporate citizenship. Today, the impact of CSR is beginning to be seen in communities throughout the world—from human right and labor practices to health care and the environment. At home and abroad, HR plays a critical role—that of leading and educating their firms regarding the importance of CSR while at the same time strategically implementing sound HR management practices that support the company’s business and CSR goals.Today, there are many references to corporate social responsibility (CSR), sometimes referred to as corporate citizenship, in our workplaces, in the media, in the government, in our communities. While there is no agreed-upon definition, the World Business Council for Sustainable Development defines CSR as the business commitment and contribution to the quality of life of employees, their families and the local community and society overall to support sustainable economic development. Simply put, the business case for CSR—establishing a positive company reputation and brand in the public eye through good work that yield a competitive edge while at the same time contributing to others—demand that organizations shift from solely focusing on making a profit to including financial, environmental and social responsibility in their core business strategies. Despite what that phrase corporate social responsibility suggest, the concept is not restricted to corporations but rather is intended for most types of organizations, such as associations, labor unions, organization that serve the community for scientific, educational, artistic, public health or charitable purposes, and governmental agencies.In the late 1990s, CSR began to gain momentum as pressure from consumers, the media, activists and various public organizations demanded that companies contribute to society. In large part, the increasing focus on CSR has been fueled by a number of events in recent years, such as the highly publicized financial scandals of Enron and WorldCom, alleged sweatshop labor by retail clothing and sports shoe manufactures and the alleged “under-the-table” deals that companies such as Halliburton have received. Now, reputation, brand, integrity and trust are increasingly considered important measures of corporate social responsibility.HR and Community RelationsOne of the most visible CSR initiatives is community relations. Strong community relations can have a positive impact on company reputation and brand. Through community programs that highlight the company doing good work, HR can link critical issues—decreasing turnover, savings on cost per hire and attracting talented individuals—to CSR and the bottom line. There are many other possibilities that HR leaders could explore to match both company and community needs (e.g., cultural facilities for the community, recreational facilities for employees and their families, an education project to help prepare tomorrow’s workforce). For example, employees high-tech companies could work with students on science projects that require technical skills.Reputation and brand enhancement Company reputation and brand are greatly influenced by public perception. For example, in the largest global survey of the public’s expectations, the millennium poll on corporate social responsibility documented that over 25,000 individuals across 23 countries on six continents revealed they form their impressions of companies by focusing on corporate citizenship and two out of three people want companies to go beyond making money and contribute to broader society goals. Increasingly, there are success stories that show companies are listening to the public. A recent example is that of Ecolab of St. Paul, Minnesota, that quickly developed new products to address unexpected hazards with an antimicrobial disinfectant product in response to food and mouth disease in livestock and another new product to combat SARS at the Toronto airport.Today, companies are also seeking avenues of public acknowledgment of their employer brand. For example, Business Ethics Corporate social Responsibility Report publishes a list of the 100 best corporate citizens. Companies are ranked by social scores regarding environment, community and customer relations, employee relationships, and diversity. One of the 2004 winners was Proctor & Gamble, which donated funds to help disadvantaged youth in Vietnam, combat childhood malnutrition in India and provide earthquake relief in Turkey.Another critical aspect of reputation and brand, as a CSR success factor, is the impact on a company’s sustainability—that is, the conditions or characteristics that support an organization to continue its business, including environmental, social and economic aspects of the company. Ultimately, the environmental, social and economic health of a company transfers into dollars that either directly or indirectly affect reputation and brand, and thus bottom line. For example, a company whose product contributes to the safety of the environment will likely be favorably viewed by the public. Or, a company that supports community events may generate public approval.Risk managementManaging investor confidence is another factor supporting the business case for CSR. Today, the financial community is examining organizations’ CSR report cards and their risk profile. The rapid rise of socially responsible investment illustrates that corporate citizenship is becoming a key measure that in investor consider when aligning ethical concern with publicly held corporations.The Talent WarWith the anticipated labor shortage in the next 10 to 25 year, attracting, developing, motivating and retaining talent is, and will continue to be, very important. Correspondingly, CSR influences a company’s competitive advantage today through two key value drivers : 1) company reputation and brand; and 2) human capital. HR leader have begun to assume leadership roles to address both areas. For example, a positive CSR initiative was documented by an employee survey that illustrated the pride of employees regarding their company’s contribution to a local AIDS organization. In addition, the talent war is evidenced by an influx of “ best places to work”.Part II: ExerciseAnswer the following question below based on the reading text.What is Corporate Social Responsibility?When and why CSR became popular?Give examples of events that have triggered CSR.What kind of CSR initiatives that could highlight company reputation and brand?Part III: SummaryIn a global economy, organizations have a responsibility to facilitate, demonstrate and promote corporate social responsibility (CSR). The World Business Council for Sustainable Development defines CSR as the business commitment and contribution to the quality of life of employees, their families and the local community and society overall to support sustainable economic development. The increasing focus on CSR has been fueled by a number of events in recent years, including the scandals of Enron and WorldCom. Today, CSR influences HR and community Relations, reputation and brand enhancement, and risk management.Part IV: EvaluationA. Answer the following question below based on the reading text.How can close community relations have a positive effect on company reputation and brand?In what ways do CSR bring about positive impacts on a company’s sustainability?Give an example of a company’s CSR program around you. What triggers a company’s competitive advantage through CSR? What is a talent war?What are the most likely ways does a HR leader take to mediate the interest of the company and community?B. State whether these statements are True or False, clarify when it is false.(TRUE/FALSE)Not all of companies are required to promote Corporate Social Responsibility.(TRUE/FALSE)Consumer, the media, activities, and various public pressure company to applied CSR?(TRUE/FALSE)Community affects the company’s reputation and brand.(TRUE/FALSE)Perception of community around a factory does not determine the success of a factory.(TRUE/FALSE)Sido Muncul’s annual program to have a Mudik Bareng during Lebaran’s Day is an example of CSR.C. Find the meaning of these words based on the reading text.BrandWorkforceCommunityPerceptionSustainabilityD. Develop a short paragraph based on questions in Part IV point A. ................
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